Gilbert named new CCA president

Rodrigue Gilbert has been named the new president of the Canadian Construction Association (CCA). He succeeds current president Mary Van Buren, who announced her departure earlier.

Gilbert currently holds the position of senior vice-president of public affairs and procurement practices at CCA.

In making their decision, the CCA board of directors considered the significant impact Gilbert has had at CCA over the last six years, including his advocacy work to raise the association’s profile with the federal government, the relationships and trust built with local construction associations, leadership in standard practices for construction, his bilingualism, and the knowledge he has developed in best practices in contracting by overseeing CCDC and the modernization of contracting through the new SignaSur platform.

Over the next few months, Van Buren and Gilbert will work closely to ensure a smooth and strategic transition.

“I am excited to take on this new role and want to thank the board and sub-committee for their trust and confidence, and I want to thank Mary for her leadership and mentorship over the last six years,” said Gilbert. “I am ready to lead CCA forward to demonstrate the value of our industry and have our members’ voices heard and their contribution to Canada properly recognized.”

Calgary announces Winter City Design winners

The City of Calgary has announced the winners of the 2024 Winter City Design Competition.

The two winners, 1000 Faces and (p)arc, demonstrated their talent in reimagining public spaces during a Calgary winter, creating captivating and interactive exhibits that push conventional boundaries. Their designs were chosen out of more than three dozen submissions.

“We are so excited about the 2024 winning teams and to partner with Chinook Blast,” said Kate Zago, the city’s project lead for the Winter City Design Competition. “1000 faces and (p)arc are two amazing examples of creative and immersive designs that will definitely have people talking.”

1000 Faces by artist Alejandro Figueroa, located at Eau Claire promenade near 6 Street SW, features an installation suspended on a 40-foot high arch with 1,779 plexiglass tiles moving independently to mirror nature’s rhythm.

Canadian artist +AMOR collaborates with Calgary-born artist Dillan (King Aurorus) to produce an original soundtrack. 1000 Faces showcases the transformative power of public art, blending contemporary creativity with nature’s beauty and local cultural influences.

Designed by Jonathan Monfries and Madisen Killingsworth, (p)arc offers a visually stunning, tactile, and interactive experience as users traverse through the installation. Acting as a gateway to Olympic Plaza, the design focuses on sustainability, minimizing landfill material, and supporting inclusive artistic programming. With previous exhibits at Chinook Blast events and festivals like Works Art + Design, Taste of Edmonton, and the Edmonton Street Performer’s Festival, the (p)arc team continues to captivate audiences.

For the past three years, Calgary has invited the design community to experiment with outdoor spaces and re-imagine a winter experience that entices people to head out, linger and explore the heart of our city.

NIMBYism influencing housing supply, study finds

A new research paper from the UBC Sauder School of Business has found that city councillors are more likely to vote against large new housing developments when they represent an area with a heavy percentage of homeowners.

The study, titled “Homeowner Politics and Housing Supply,” comes as Canada faces an affordable housing crisis due to supply constraints and growing populations.

The researchers used machine learning to examine 631 housing-related bills from the City of Toronto from 2009 to 2020. They connected that data with local demographics to establish the link between city councillors’ voting behaviours and the share of homeowners in the areas they represent. The homeowner rate rose for every 10 percentage points. The probability that a councillor would oppose a large housing development went up by 16 per cent.

Another finding emerged: municipal politicians are even more likely to oppose housing construction applications if they live in the neighbourhoods where big projects are being proposed. A councillor is three times as likely to oppose a 100-unit development if it is located in their own ward, compared to the same project being proposed elsewhere.

UBC Sauder assistant professor and study co-author Dr. Limin Fang says local representatives tend to cater to the wants of homeowners because they are more likely to be long-time residents and voters. Renters, on the other hand, often support new housing because additional supply can mean more options and lower rents, as well as increased amenities.

“Homeowners can pressure councillors a lot more than renters because the majority of renters are temporary — and renters may eventually become owners, but maybe not in the same neighbourhood,” Dr. Fang, who previously worked as a planner in the City of Toronto, said in a media release on Monday. “Owners, however, tend to want lower-income earners kept out.

“In single-family neighbourhoods in places like Toronto, owners say, ‘We don’t want rowhouses, because those people are lower income. They’re poorer than us,’” said Dr. Fang, who co-authored the study with University of Hawaii assistant professor Dr. Justin Tyndall, and Nathan Stewart, a researcher from the University of Toronto. “If you build a mansion in our neighbourhood, and the house is bigger than all the rest, we welcome you, because we want richer people in the neighbourhood — and if my neighbour has a big, luxurious house, that increases my property value, too.”

Older people of European descent are far more likely to oppose denser housing, as are suburban homeowners compared to those living closer to downtown.

The research also found that concerns around densification often stem from the fear of reduced property values and added pressure on parking and amenities.

Dr. Fang says that if municipalities are serious about adding to their housing stock, they will likely need a less citizen-driven, more top-down approach. It’s not that homeowners and councillors are unethical, she explains; it’s the planning process itself that’s flawed.

“Cities use a lot of public consultation, mediation and facilitation to make sure neighbours are happy,” she explained. “But only the people who are opposed to the development show up, and the whole development application process just goes on and on. And much of the time nothing gets built.

“Homeowners have a vested financial interest in restricting housing supply because the less housing there is, the higher their property values. If you want to get anything built, public consultation is very important — but you can’t let the owners run the show.”

A first Passive House retrofit in Halifax

A circa-1850s two-storey home is being converted into an office space for Habit Studio, a women-led architecture firm based in Halifax, Nova Scotia. The project is unique as it’s the first Passive House retrofit in the province. Once complete, it will serve as an inspiration for others pursuing deep retrofits of existing buildings, an endeavour that offers the most hope for reducing greenhouse gas emissions in Halifax.

Buildings generate 45 to 53 per cent of the province’s total GHG emissions. The percentage of energy associated with buildings is even higher in Halifax at 70 per cent in 2016, explained Lorrie Rand, co-founder and director of sustainability at Habit Studio. She was speaking at a recent online presentation hosted by Net Zero Atlantic.

Canada has set a deadline to achieve net-zero GHG emissions by 2050, a point at which most of today’s buildings will still be standing. Yet deep retrofit projects currently amount to less than one per cent in the country. “We need to get that number up, nationally, to between 5 and 12 percent of the building stock being retrofitted annually,” said Rand.

The architecture firm is so passionate about the cause that they’ve undertaken Passive House measures to transform the heritage property in the city’s north end to show what is possible as they target an 88 per cent reduction in GHG emissions along with an 87 per cent cut in energy use

An energy model, initiated at the beginning of the project, is also predicting a reduced heating energy savings of 92 per cent. The retrofit project will showcase effective R values of R -24 in the walls, R -65 in the roof and R-24 for the floors.

Relaxed retrofit targets help restore heritage

Back when the firm purchased the 1800-square-foot timber structure on Falkland Street, the rooms had never been remodeled except for modern amenities in the kitchen and bathrooms. There were single-pane windows with original wood frames and sashes and no insulation in any of the building assemblies.

Since a party wall was attached to the adjacent home and the north and east walls were built on property lines, insulating on the outside of the building wasn’t feasible and would have to happen internally.

Due to design constraints, rather than undertaking the classic standard, which could come at a significant expense, the team is pursuing the Passive House component method for EnerPHit certification. The standard was developed for refurbishing existing buildings with limitations, offering relaxed targets with flexibility in how they are achieved.

As Rand pointed out, with a traditional Passive House design there is a very strict heating demand target of 15 kWh per square meter per year. Retrofit projects can offer another approach.

“Instead of looking at the overall building energy, if it’s prohibitive for any reason related to being unable to make the building assemblies fatter, we can use the component method and have a target for each discrete element in the building enclosure,” she said. “We have relaxed targets for heating demand, airtightness and some of the R values.”

Although not a registered heritage property, the historic perspective of the home brought other constraints. “It’s important to respect and be sensitive to the heritage of a building when you’re making changes to it,” said Rand. “A lot of aging buildings in Halifax get knocked down. Knowing we need to do so many retrofits over the next while in our province, we want to be careful where the intersection of high performance buildings and heritage happens.”

A large amount of traditional plaster and finishes were deteriorating and not salvageable from an embodied carbon perspective. The floors were uneven, a likely result of the Halifax Explosion that occurred when the home was 70 years old. “Doing a deep retrofit is going to allow us to make all these surfaces level and true again,” said Rand.

Restoring with climate in mind

An initial energy audit of the house’s existing performance revealed 24 air changes per hour (ACH50) compared to the airtightness target of 1.0 ACH50 for retrofits. The audit also showed the building’s high GHG emissions: 72.4 kgCO2e per year.

The primary wall assembly retains the existing wood shingles and board sheathing, and has been furred out from the inside to create 7-inch cavities that hold cellulose insulation.

With no continuous insulation on the outside of the building, the hydroscopic nature of the cellulose, fastened with a variable permeability vapour control membrane, will control moisture by drying off potential water that might enter. A ventilation system would then remove any excess humidity.

“We also choose to use cellulose in almost all of our projects because we want to take advantage of plant-based materials, which actually can store some carbon in the building, so it’s also a responsible selection in terms of embodied carbon,” added Rand.

A post-retrofit view of the future home-turned-office. Images courtesy of Habit Studio.

Single-glazed windows were replaced with robust wood-frame, aluminum-clad, triple-glazed Passive House windows with higher R values than the original walls, “somewhere between R-6 and R-7.” She furthered explained how the installation of the windows is just as important as the selection when it comes to achieving the targeted level of airtightness with Passive House.

The existing low-sloped roof, which had some challenges, was entirely replaced with a 14-inch TJI system and will be densely packed with cellulose insulation.

Remnants of the old structure on the ceiling acknowledge the building’s heritage, yet there were key reasons for an overhaul as the site is zoned for additional storeys.

“Thinking through future scenarios, we could add a storey if the roof was structured properly or, if we ever sell the building, the site could be densified by a future owner with extra additions,” said Rand.

The surface of the first floor is the Passive House boundary. Due to evidence of water ingress over the years, the basement will be used only for storage and mechanicals, but will be heated and ventilated.

Once a continuous thermal boundary is achieved around the building, there will be a Passive House energy recovery ventilator to help control humidity and heat recovery and a Daikin heat pump with about 18,000 BTUs ducted to the upper levels and 7,000 BTUs serving the basement to keep mechanicals warm.

Challenges on the path to net zero

The existing building had a total energy demand of 641 KWh/m2 per year, of which 601 KWh/m2 per year went to heating. Rand said the team is reducing heating demand down to 56 KWh/m2 per year and total energy demand to 93 KWh/m2 per year. “A new build code minimum house would be close to double those numbers.”

To date, the team has spent a budget of $450,000 and is expecting a total cost of $600,000 once complete, or $333 per square foot. The project took longer than anticipated with cost escalation over time due to various challenges that became learning opportunities.

There were struggles with the supply chain: obtaining parts for roof restructuring in a timely manner, low subcontractor availability due to high levels of construction in Halifax, builders deploying to projects that faced the wrath of Hurricane Fiona, and construction crew members living in zones impacted by wildfires.

As the team forges ahead on its “demo project”—currently the building has roughed-in all systems, and is waiting for final mechanical installation before insulating—they hope to pass on knowledge so others can do the same, but faster and cheaper. As Rand noted, “We’re not going to figure out how to do these projects without doing them ourselves.”

Feature photo Images courtesy of Habit Studio.

Leon’s furniture announces plans for mixed-use development

Leon’s Furniture is one step closer to developing a master-planned residential community on 40 acres of land it owns at Highways 401 and 400 in Toronto. The next step includes developing a secondary plan with the City of Toronto before moving on to Phase 1, which involves building a new flagship retail store and corporate headquarters on the site. Subsequent phases will include the construction of 4,000 homes ranging from townhouses to high-rise buildings and community spaces.

The company says it will be partnering with “top-tier developers” to co-lead the project. With a successful track record of building retail showrooms and large scale distribution centres across Canada, the company says expansion into housing will help address the housing shortage as it continues to move toward a centralized distribution model.

“Rezoning this large parcel of land creates an unprecedented and historic opportunity, for the City of Toronto and the Company,” said Michael Walsh, President and CEO of Leon’s Furniture Limited. “By establishing more density as part of a multi-year, multi-phase development, we will be helping to meet the overwhelming demand for additional housing within the city, while generating substantial value for LFL shareholders. We would like to acknowledge the City of Toronto and the Province of Ontario for their help and support of LFL’s plans. LFL has been working closely with Councillor Frances Nunziata’s office, as well as the City of Toronto and looks forward to commencing public consultation.”

Leon’s Furniture is the largest retailer of furniture, appliances and electronics in Canada. The company has 303 retail stores from coast to coast in Canada under various banners. More info can be found at: leons.ca.

Indigenous input draws energy promoter’s praise

Indigenous input improves infrastructure project outcomes, a leading energy industry promoter advises. Speaking to American counterparts last week, Jacob Irving, president and chief executive officer of the Energy Council of Canada, noted that many project proponents are still grappling with the concept of “social licence” and what a consultation process should entail, but that it’s accepted as a required step in a democratic society.

“That’s the way it is in 2024, and I think it has taught us to be better at it,” he told attendees at the U.S. Energy Association’s annual forum in Washington, D.C. “There was a day in Canada where we did energy to people as opposed to doing it for them or with them. It was: ‘I’ve got my permit; move out of the way.’ Indigenous people have been gracious enough to teach us how to do energy better.”

The vastness of Canada’s geography also adds to the challenges of linear infrastructure projects, such as pipelines and high-voltage power lines, that connect energy sources to consumers. The populations at either end are often the main beneficiaries, while those along the way may view it more in terms of risks and disruptions. Irving theorized that’s where the approvals process is most likely to flounder.

“No matter how virtuous it may or may not seem, every form of energy has an opponent,” he observed. “Many of them have learned that the best way to frustrate development is along that linear infrastructure between A and B. That’s tricky in democracies like ours.”

On the flipside, he emphasized that the uncertainties inherent in the democratic process are also central to Canada’s status as a credible, responsible energy exporter. As well, Canada’s comparatively clean electricity supply — approximately 80 per cent generated from non-emitting sources — makes it attractive to American importers looking to cut their scope 2, indirect greenhouse gas emissions, while British Columbia burgeoning liquified natural gas (LNG) industry can boast the “cleanest LNG in the world” because it is produced with hydroelectric power.

“We are trying to work toward reconciliation with our Indigenous people and we’re actually trying to do it through energy development. Our democracy holds us to account. We have to produce energy in ways that our people want it to be produced,” Irving said. “We are the opposite of Russia. We don’t use our energy as a foreign policy instrument. We use it for commerce.”

ISSA announces International Cleaning Week for 2024

ISSA, the worldwide cleaning industry association, is hosting this year’s International Cleaning Week from March 24 to 30, to honour frontline cleaning professionals and advocates for the industry.

ISSA has hosted National Cleaning Week at the end of March for four consecutive years. Based on the event’s tremendous success in the United States, this year ISSA is expanding the reach of this week-long public acknowledgement of the industry’s positive impact on the economy as well as the value of clean as it relates to improving public health.

“ISSA is thrilled to build on the success of National Cleaning Week by hosting the first International Cleaning Week,” said ISSA Executive Director John Barrett. “This expanded scope reflects the value of clean and importance of cleaning for health worldwide, as well as ISSA’s international reach.”

International Cleaning Week represents a unique opportunity to celebrate the Value of Clean®, raise public awareness, and honour your peers. Supporting cleaning industry companies and organizations can partner with ISSA to further spread public awareness.

This global celebration offers something for everyone, including:

Marketing – Use this week to increase sales for your company. Run special promotions to generate interest in your service or product while also helping to raise awareness for the importance of cleanliness and the industry. You can also utilize the International Cleaning Week Partner Toolkit which is packed full of template graphics, social media posts, and e-newsletter language.
Help us make it official – Located in the U.S.? Help ISSA by submitting a proclamation to designate an official week of cleaning for your state and/or city. ISSA has prepared a template proclamation, but needs your help submitting proclamation requests by February 16 for your help in reaching the goal of designating a cleaning week in all 50 states. If you’re interested, please contact ISSA Senior Government Affairs Manager Stacy Seiden.
Education – During International Cleaning Week, ISSA will offer membership and educational resource discounts as well as exclusive learning opportunities.
Philanthropy – Cleaning for a Reason is an ISSA Charities™ signature program that provides clean homes for cancer patients. International Cleaning Week is the perfect time for individuals to donate and for organizations to become corporate partners.

“ISSA would like to especially acknowledge and thank Tork, an Essity Brand for being a Supporting Sponsor of International Cleaning Week, the exclusive sponsor of our Leveraging International Cleaning Week 2024 webinar, and a Presenting Sponsor of ISSA’s 2024 Clean Advocacy Summit in Washington, D.C.,” said ISSA Director of Government Affairs John Nothdurft. “All three marquee events raise the profile of our industry and would not be possible without generous sponsors like Tork.”

For more information and to download the partnership toolkit to promote the event, visit issa.com/icw.

B.C. issues RFP for single egress stair designs

The B.C. government has issued a request for proposal (RFP) seeking a response from consultants with expertise in building design, engineering, and fire and life safety to better understand the potential for single egress stair (SES) designs in buildings.

“We’re leaving no stone unturned in our work to deliver more homes faster for people,” said Ravi Kahlon, minister of housing. “This work will focus on developing an understanding of if and how this innovation can be incorporated into building and fire codes in a way that maintains and enhances safety, supports access and egress, while providing more homes for people in B.C.”

Current British Columbia Building Code (BCBC) and British Columbia Fire Code (BCFC) requirements call for at least two egress, or exit, stairwells per floor in many buildings three storeys and higher. The RFP seeks options for what would be needed to protect safety, access and egress of occupants, while achieving the benefits of single egress stair designs in buildings up to eight storeys – more flexibility for multi-bedroom apartments, more density within areas of transit-oriented development and the potential to improve energy efficiency in buildings.

SES building designs can build on advancements in fire and life safety, while requiring only one exit stairwell per floor. Single egress designs promote efficiency by removing requirements for space dedicated to internal corridors and staircases, allowing for better use of space for building occupants. SES building designs are currently implemented in major cities such as Seattle and New York.

Consultants, if selected, will be required to engage with the Ministry of Housing, fire professionals, members of the accessibility community, engineers and architects, code users, technical safety specialists, and others to identify considerations and mitigation measures relating to access, egress, fire and life safety.

In fall 2023, the province adopted the British Columbia Building and Fire Codes (BC Codes 2024) to provide people with a greater level of building safety and to make new buildings more cost-effective and efficient.

The RFP will be open to consultants until Feb. 22, 2024.

Top construction trends in 2024

As we kick off 2024, this is a critical time for the construction industry, with new challenges and also opportunities for companies to be nimble. Understanding what lies ahead can help organizations prepare and ensure their processes are in line with the rest of the industry, and position them for success.

These are just some of the areas to look out for in this new year ahead, and beyond:

Risk management will be a priority, leading to more available data. In 2023, tens of billions of dollars were wasted in the construction industry resulting from inefficiencies, led by the lack of risk management software. We’ll see more organizations look for a platform that can connect their construction data, structure that data, and then glean insights to help reduce risks on future projects. As more organizations adopt risk management technology, we’ll then see an increase of Internet of Things (IoT) sensors on equipment and more wearables on the jobsite collecting data, which can then be connected to the risk management platform.

AI will be more broadly implemented by construction companies. With more organizations implementing risk management technologies and an increase in data being collected in the industry overall (from people, equipment and IoT devices), we’ll see more organizations begin to embrace AI. Companies are starting to change the way they work, with less resistance to technology, and with all the data being collected, the foundation to adopt AI will be in place. (However, companies will need to be mindful that AI and large language models (LLMs) are informed by the data provided. If there’s bias in the data, that can affect output. It will remain necessary to validate answers from AI tools.)

Data and AI will help increase efficiency gains. Traditionally there’s a heavy burden on project teams to complete projects on time and on budget within a set parameter of quality and safety requirements. There’s added pressure to document everything, which can be very time consuming. But in 2024, automation in data collection on construction sites will alleviate those burdens. AI, including computer vision and generative AI, will enable companies to standardize and structure data throughout a project’s lifespan. From design with building information modeling (BIM) to purchasing materials and validating insurance information, AI will streamline data processes. This is not just about doing more with less — more importantly, it’s about being able to see around the bend and course correct ahead of time.

Augmented Reality (AR) and robotics will be more mainstream in construction. While in the past we were limited in understanding how to use AR because it was cost prohibitive and in early stages, it’s becoming more mainstream and available – we even have it on our phones. We’re already seeing more AR in construction use cases with more complex hardware. Proper setup and accuracy is very important for this to be more commonplace and we are on that track, with specific hardware being built for AR to improve accuracy. Robotics is also coming more into construction, with robots being put in place to help with repetitive and overnight tasks. And while that’s still cost prohibitive – there is a barrier with cost to entry – we will continue to see use increase as time progresses.

Supply chain and cost issues will continue to loosen. But that might not be true for green and sustainable materials. Supply chain effects of the last few years are starting to ease, which in turn will result in decreased costs for materials. However, if there is a push for net-zero buildings, the demand for sustainable materials specifically could be affected in terms of availability and price.

Construction will do more to track the carbon footprint of projects. It’s well-known the construction industry has a large carbon footprint, but new technologies are helping to increase awareness and the ability to determine where pollution is coming from, which will make it easier to measure and manage the problem. While companies around the world are taking sustainability more seriously, Canada can follow the lead of Europe, which is leading the charge in that area.

Conversations around mental health in the industry will rapidly evolve in the next couple years. We’ll start to see conversations evolve with businesses demonstrating their dedication to caring for their people by investing in the resources required to build holistic safety programs. Conversations about mental health will continue to expand and grow and gain momentum. This will ultimately translate to a total cultural transformation.

Hiring and retaining women and underrepresented groups will be a higher priority. Construction organizations are improving at attracting women and individuals from underrepresented groups into construction, but the challenge has been retaining them. One of the root causes for this retention issue is when women want to start a family. Looking ahead, we’ll start to see more career pathing and staggered shifts for individuals who are caregivers – with creative opportunities around how businesses support caregiving, and more hiring of returning mothers as part-time workers. In 2024 and beyond, we’ll start to see more meaningful interactions around creating better policies that will enable people to work within a timeframe that allows them to balance their lives a little bit better.

The labour shortage will continue to have far-reaching effects. The impacts of the chronic labour shortage on construction are all too obvious – there aren’t enough skilled workers to meet demand. However, the lack of workers in the industry doesn’t just delay projects and increase safety risk, it also creates problems beyond construction, increasing prices that in turn affect home buyers and renters. It also prevents us from effectively future-proofing our infrastructure for climate change and population growth, or even repairing existing aging infrastructure. This means that our future energy security, home buying power, ability to commute safely to work, and more, hinge upon getting more people into construction. It’s essential everyone – not only the industry – work to attract as many new workers as possible.

Project backlogs will persist in 2024. Canadian civil and infrastructure contractors reported that their backlogs had increased 38 per cent from pre-pandemic levels in the recent Top Civil and Infrastructure Trends Report by Procore and AGC. There may be several drivers behind this growth, including increased population fuelled by immigration as well as robust consumer spending, which reached an all-time high in the second quarter of last year. The push towards green technologies, a need to develop more robust localized supply chains and government investments are other considerations. These are all factors that will continue into this new year.

Nolan Frazier is regional sales director, Canada, Procore.

CRE fosters all-in approach to decarbonization

Daunting targets for the reduction of greenhouse gas (GHG) emissions in the buildings sector are spurring an all-in approach to decarbonization that assigns roles to finance, engineering, management and operations teams. Industry associations and a range of stakeholders within commercial real estate companies, their investor groups and service providers are likewise working together to develop resources and strengthen learning networks.

This winter brings the rollout of a series of free training courses from the Canada Green Building Council (CAGBC), offered with the endorsement of the Building Owners and Managers Association (BOMA) of Canada, the Real Property Association of Canada (REALPAC), the Canadian Construction Association (CCA), the Climate Risk Institute (CRI) and the Royal Architectural Institute of Canada (RAIC). An overview of key low-carbon concepts will be available in either online modules or in-person sessions focusing on: ESG; the integrated design process; operational carbon; embodied carbon; and zero carbon transition planning. Courses tailored to more specific concerns and skills for building owners and real estate professionals, building operators and construction professionals will also be offered.

“Many of our member organizations have publicly announced their commitment to reach net zero or near-net-zero. The challenge is how to make it happen,” Bala Gnanam, BOMA Canada’s vice president, sustainability, advocacy and stakeholder relations, observed during a recent webinar to introduce the training courses and discuss decarbonization strategies. “We need to equip building operators and managers with the right set of skills to actively contribute to and support properties to enable this transition.”

In that quest, Paolo Cordovado is helping to set the bar for informed and engaged frontline staff. As a senior building operator, he could be characterized as a technology whisperer — responsible for overseeing the functioning of a suite of equipment and systems that typically produce the largest share of GHG emissions, but are also central to optimizing performance, saving energy and curbing peak demand.

He joined the conversation to share a hands-on perspective on how operators can safeguard and facilitate emissions reductions. That includes: ensuring that equipment, controls and systems are performing as intended; adjusting set-points and run-times to find incremental energy savings and emissions reductions; and generating cost savings that can be redeployed to required capital projects.

“A minute a day, times a week, times a month, times a year, times the life of the building can be a lot of accumulated of savings,” Cordovado reflected. “If you can tweak a little bit, minute-by-minute, to get up to an overall 30 minutes a day of savings, that will be a full week over the course of a year that you’ve taken off.”

“We don’t want to forget that the cheapest unit of energy is the one we don’t use, or lose sight that efficiency is really the best solution to decarbonization,” concurred Daniel Gosselin, senior director of professional services with the facilities management and sustainability services firm, BGIS.

Pulling out to the big picture, he noted that the initial steps of a decarbonization strategy are generally sequential — committing to action, identifying major GHG sources within the portfolio, determining required mitigating measures and integrating them into the capital plan — but implementation is a more dynamic process with multiple simultaneous actions requiring many different types of skills.

Enabling technology has arrived, but implementation practicalities still evolving

While HVAC overhauls, building envelope upgrades and on-site renewable energy are likely to yield the most significant emissions reductions, it’s seldom economically feasible to undertake them collectively in one deep retrofit. More often, progress comes incrementally, project-by-project, as major systems reach end-of-life and need to be replaced. That’s the case in QuadReal Property Group’s portfolio as the company pursues a 90 per cent reduction in GHG emissions by 2050, with intentions to hit the 50 per cent milestone by 2030.

“We’re looking at life spans of the units that are already in place in our existing buildings and getting a picture of what makes the most sense from our financial perspective,” said Nisha Agrawal, QuadReal’s director of sustainability. “We are a pension-backed organization so we have a fiduciary duty to do things very responsibly and think closely about how each sustainability piece aligns with the financial aspect.”

A focus on energy efficiency and operational performance is important, both before new low-carbon technology is in place and afterwards to ensure maximum return on the capital investment. As well, ongoing outreach to all QuadReal departments provides input for decision-making.

“There are a lot of experts out there across the organization so we’ve opened the door for it to be a very two-way communication process between us and the operations teams, the asset management team and anyone else who is affected (by the emissions reduction target),” Agrawal advised. “We have an ESG team so we work together to come up with strategies, programs and resources, and, at the end of the day, it’s the property teams that are on-site delivering.”

Although low-carbon technologies will undoubtedly continue to evolve, Gosselin stresses that the basics for achieving net-zero emissions in buildings have already been invented. From here, it’s a matter of refining the formulas to make it economically and practically feasible.

“Especially on the engineering side, we often do not work closely enough with our operations teams. There’s a lot of work we could be doing,” Gosselin acknowledged. “We’re pivoting toward operational excellence — defining operational excellence and then working with our operations teams to get there. We want to combine all these technologies that are available with really high-end sequences of operation so things are really working. Every minute of improvement counts.”

From operators’ perspective, Cordovado foresees that rising demand for skills combined with professional development opportunities, like the CAGBC low-carbon training courses or the Building Operations Designation (BOD) program, could lead to further career satisfaction and advancement. That’s also happening as frontline staff emerge as the go-to source to help property managers field tenants’ demands for ESG information.

“I think that has opened up property managers’ eyes and changed the way they communicate with building operators,” Cordovado suggested. “I think it’s the perfect time for building operators to prove themselves.”

Gnanam reiterates that the rewards go both ways.

“We need to factor the value of training into our ROI calculations. We talk about the cost of the equipment; we talk about the returns in terms of energy savings or shielding from future cost of energy, but we’re not considering the potential costs in the absence of training,” he asserted. “We need to acknowledge that the building managers and operators are making the difference when it comes to actually delivering.”

Snow storage and removal tips for maintenance managers

As the snow starts to pile up and regular snow removal is required, moving and storing that snow safely can be a challenge for maintenance managers. From adding weight in a parking garage to limiting space in the lot, snow storage and removal require intentional thought, detailed planning, and efficient execution.

Once that snow starts to accumulate, how can maintenance managers efficiently move and deal with the volume of snow through the rest of the season?

Stay stocked

The first way to best manage snow and ice on your property is to have the equipment, tools, and products on hand. Be prepared for falling snow and dropping temperatures with shovels, machinery, and ice melt so you can decrease and re-locate the snow. This also means deciding on areas where it’s safe to re-locate that snow, so you have a plan for when it happens and can practice safe snow storage. Ensure that you choose an area that’s out of the way of traffic, away from walkways and fire hydrants, and near drainage for when it starts to melt. Stay on top of weather reports and have staff on stand-by when storms are expected so it doesn’t build up and leave you scrambling for a solution.

Plan the piles

Snow piles can really get high through the season if you’re not careful. Limiting the snow pile height is one way to make it safer, allowing for better traffic visibility and limiting the possibility of structural damage. Position the piles in out-of-the-way areas wherever possible, spreading the height and weight throughout several areas. Use salt or ice melt around the piles to encourage melting and drainage when that snow starts to melt.

By keeping the piles smaller, you are also helping your curb appeal, with a neater presentation and noticeable attention to outdoor maintenance and the look of your property.

Snow management is a large part of winter outdoor maintenance and knowing how to move and store it will help keep your property safe and looking its best this winter.

The future of warehouses

As facility and maintenance managers look at changing it up for 2024, there are a few trends affecting warehouses that may influence their decision-making. As we continue to navigate labour shortages, inflation, and supply chain disruption, there are some trends in warehousing to consider when moving forward into 2024.

Leaning on technology

To better manage fulfilment, many companies are relying on technology to help fill the gaps, streamline processes, improve efficiency, and offer omni-channel distribution. This focus on collaboration between labour and technology includes everything from workflow automation to integration with AI, cloud management, robotics, real-time access to data, and more. Warehouse management systems (WMS) can also help specifically address operational needs, providing simple solutions to address workflow, provide flexibility, and integrate key technology. Moving forward, more and more warehouses will rely on technology to improve operations, address labour and workflow challenges, and grow their businesses.

Smaller spaces

Many companies are now leasing warehouse space or scaling down, investing in smaller real estate for their warehousing. In fact, large warehousing deals were down 36 per cent from the second half of 2022 to 2023, year over year. To save on real estate, make the most of lowered occupancy, and better manage inventory, this is a trend that may well continue into 2024.

Following the pandemic, many businesses are seeking flexibility for warehousing and inventory storage as well. As the pandemic taught us, anything can happen. This means that we may see an increase in requests for shorter-term leases so businesses can be as prepared as possible and able to pivot if any disruptions occur in the future.

Location, location, location

To combat continuing supply chain delays, some companies are choosing to relocate their warehouse space to busier cities to help get closer to customers and improve delivery. This could also include setting up satellite warehouses so they can broaden their access to their customers, shorten delivery times, and try and limit supply chain delays as much as possible going forward.

Warehousing is evolving, adopting newer technologies and solutions to combat some of the challenges that have plagued managers over the last few years. The top trends for 2024 see maintenance and facility managers working to increase efficiency, improve delivery for their customers, and be able to adjust and adapt the business to continue to build the bottom line.

Edmonton LRT Phase 1 opens ahead of schedule

The City of Edmonton has announced phase one of its Metro Line Northwest LRT extension is complete on budget and more than a year ahead of schedule with the opening of the NAIT/Blatchford Market LRT station on Jan. 20.

Phase one construction was originally anticipated to be complete in 2025 but was completed in December 2023.

“Completing Phase 1 of the Metro Line Northwest LRT extension ahead of schedule is a significant infrastructure milestone to serve our growing needs. This extension further strengthens our LRT network and provides the north side of Edmonton with greater access to transit service,” said Edmonton Mayor Amarjeet Sohi.

The new station is approximately 300 metres west of the temporary NAIT station and has a longer platform to accommodate ridership growth. Additional service capacity provides the option of using up to five-car trains on the Metro Line. Salvaging of materials and other demolition activities will commence at the temporary NAIT station in the coming weeks.

Design features include fewer barriers and improved access to LRT infrastructure including a shared-use path which runs along the full length of the extension and connects to shared-use paths at 118 Avenue and 123 Avenue. The station is also equipped with solar panels to supply up to two-thirds of the station’s electrical needs, the release said.

The total budget for Metro Line Phase 1 is approximately $291 million with construction funded by the Government of Canada, through the Investing in Canada Infrastructure Program ($103 million), the Alberta government ($107 million) and City of Edmonton ($58 million).

Extending the life of your commercial carpets

The salt, slush, and debris that winter brings require daily cleaning and attention. Research shows that one square yard of carpet can accumulate one pound of dirt in one week, and that amount could double with inclement weather. Keeping carpets clean in the winter can be a challenge, but with regular maintenance, your carpets can look throughout the year.

Stay on top of the condition of your carpets to lengthen their life expectancy and save money on repair, replacement, and labour. Paying daily attention to your flooring can save you time and money in the long run, here are some of the ways you can clean and maintain your carpets regularly through the winter:

Determine areas of highest concern, factoring in flooring colour, traffic, and level of cleanliness Prioritize based on these factors for better results and more efficient labour management.
Ensure that you have all the supplies and equipment on hand at all times so you don’t fall behind with your cleaning schedule. Keep a detailed inventory so you know that you have what you need when you need it.
Adding matting to your entrances and high-traffic areas can hold onto much of the debris carried in, saving it from tracking through your building throughout the season. Keep these mats clean and dry to discourage dirt from travelling through your building and avoid mould growing, which can affect the staff and visitors in your building.
Address each type of carpet with the right tools and processes for simpler, faster maintenance. For example, nylon carpeting can be maintained daily with vacuuming, while polyester benefits most from hot water extraction with a walk-behind or spot extractor.
Daily spot removal is also important so that stains do not set in, becoming difficult to remove later and potentially requiring costly treatment.

Investing daily in cleaning your carpets will keep them lasting longer, make your cleaning practices more efficient, and spare the rest of your flooring from dirt and debris, saving you time and money.

StreetSide Developments to build its first concrete tower in Surrey

StreetSide Developments will begin constructing its first concrete tower in Surrey, B.C. this fall. The 34-storey high-rise, Juno, will bring more than 340 homes to the heart of the business district along 104 Avenue.

The Qualico company project aims to feature the most competitive price per square foot (PPSF) for concrete in the area and a 10 per cent deposit structure from the get-go. It’s a first-of-its-kind initiative for a presale concrete condo.

“Presale condos are the easiest entry point into real estate ownership, but even presale buyers must overcome a big obstacle in the initial deposit,” said Cam Good, Partner at KEY Marketing.

Surrey’s growth is expected to continue, with a forecasted population of 658,840 by 2026, a 14.75 per cent increase. When Juno is complete (estimated target is summer 2028) it will offer studios to three-bedroom residences ranging in size from 374 to more than 1,200 square feet, including the city’s first-ever three-bedroom lock-off homes, ideal for growing families or as a mortgage helper.

Interiors from BYU Designs showcase three colour palettes, air-cooling and heating systems, smart storage solutions and sleek interior features. Outside of the home, Juno will offer Surrey’s largest amenity offering in a standalone community: more than 37,000 square feet of indoor and outdoor amenities, including co-working areas, a fitness centre, and a rooftop lounge and wet bar.

“We’re excited to launch such a pivotal project that can serve all types of homebuyers through a diverse set of homes, from those entering the market to those looking to downsize,” said Jonathan Meads, vice president at StreetSide Developments.

More stability predicted for TO home market

Prices are predicted to regain some normalcy in Toronto’s home market and more stability is expected as buyers and sellers adjust to higher interest rates.

A snapshot of the city’s real estate market for 2024 also outlines some challenges for new build and assignment sales, according to Canadian real estate platform Propertyguys.com.

“We anticipate that 2024 will bring more stability to the Toronto real estate market,” said PropertyGuys.com franchise operator for Toronto Downtown and West Ontario area, Nathan Dautovich. “We expect the number of transactions and price appreciation to normalize, providing a more balanced market for buyers and sellers.”

A confidence boost

There is anticipation that more buyers and sellers will realize that the current rates, though higher than recent lows, remain historically low. Consistency in mortgage rates is expected to boost activity and confidence.

Shift in price dynamics

Slow and steady price growth is predicted compared to years of rapid increases. As stated in a recent press release, “Properties are expected to take an average of a month to sell, offering a more balanced and predictable selling process. Despite a 50% increase in mortgage costs over the past few years, Toronto’s rapid population growth and immigration, coupled with insufficient new housing construction, are expected to drive home prices higher.”

Challenges in new build and assignment sales

There is more focus on new build or assignment sales, as buyers grapple with the challenge of being unable to close on their purchases.

“The downward pressure on new build prices due to financing challenges and potential property devaluation is viewed as a positive shift, aligning prices closer to current market realities and reducing the premium associated with assignment sales.”

A shift in real estate habits

An emerging trend is predicted: the impact of technology and high transactional costs on real estate and a shift from the 5% brokerage model. There is a call for more cost-effective and innovative solutions to support the home market and streamline transactions, with only 23,891 out of 49,950 residential listings in Toronto sold in 2023.

Dispelling Misconceptions Around Digital Information Hubs

Digital Information Hubs, often called digital directories, are becoming more and more accepted as an essential amenity in today’s buildings. However, impeding even broader adoption into new and older buildings alike are three widely held misconceptions:

The first focuses on their purpose and is ultimately embedded in the commonly used name ‘digital directories.’ Twenty years ago, when small 17 – 27” screens began appearing in Canada’s building lobbies displaying alphabetized tenant listings, this may have been somewhat accurate. Today, content is typically displayed on much larger 43 – 55” screen sizes, and has developed to provide virtual concierge functions, able to communicate essential information about the building and its surroundings to visitors, tenants and staff alike. Their use has evolved to provide accessible information for those with disabilities, and additional language displays for those whose first language may not be English.
The second misconception is that digital information hubs are prohibitively expensive when, in fact, they are surprisingly affordable. Commonly, information hubs sell to a property for a one-time cost of between $10,000 and $25,000 and then are maintained through a monthly fee covering costs such as software licensing, hardware warranty administration, content management, and service and support.

In calculating an annual cost of use, one needs to factor in several important considerations:

The useful life of today’s high-quality screens and computers can reach or exceed 7 to 10 years.
Screens can reduce or replace the cost of lobby desk personnel (and at the very least, enhance their productivity).
Screens can replace the paper posters and stands which litter building lobbies and require management time to update.
Digital information hubs can easily incorporate multimedia advertising, the cost of which can partially or even fully offset the monthly fees.

These considerations, plus a variety of leasing and other flexible financing options, puts the annual cost of digital information hubs well within the capital and/or operating budgets of most properties.

The third and final misconception is that digital information hubs take up too much room, disrupt the flow of foot traffic in the lobby, or are not compatible with the architectural design elements desired for the property. youRhere believe these concerns can be overcome. By working hand-in-hand with design professionals to enhance the aesthetic of any building, misconception can turn into belief.

Below are a few examples of youRhere projects which illustrate solutions for common design concerns:

Maximize space efficiency – video wall with interactive panels. 320 Granville, Vancouver, BC.	Make a statement with information hub – make it a centrepiece of the lobby. Intact Place, Slim Pylon and Glass, Calgary, AB
Example of directory before (physical signage), The Core, Calgary, AB	Example of directory after (digital has replaced physical), The Core, Calgary, AB

Incorporate lobby design elements into information hub enclosure. 707 Fifth, Calgary, AB.

Interactive digital hubs provide a green, sustainable solution to educational communication requirements. Scot Martin is the CEO of youRhere, a leading provider of digital signage solutions for commercial, retail, healthcare, and educational properties across Canada. To learn more, visit www.yourhere.ca

Enabling technology has arrived, but implementation practicalities still evolving

BOMEX 2026

Our Latest Issue